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The reality of OKRs (or Rockefeller Habits or any other company wide framework for establishing priorities and goals,) is that by going through the exercise of
by SteveVeilStream 2y ago
The reality of OKRs (or Rockefeller Habits or any other company wide framework for establishing priorities and goals,) is that by going through the exercise of trying to create them across the company, you often discover that there are meaningful disconnects in how teams are prioritizing work or how teams function vs how other stakeholders in the company believe those teams are operating. The real value comes from diving deeper into understanding those things. However, companies often view those as annoyances and find a way to plow the goals through while completely missing that learning opportunity.
- AndrewSChapman 2y agoThis. High level OKRs should be set by the company to steer the ship, and engineering OKRs should align with the company OKRs. Thus, the roadmap is defined by the OKRs - I believe that's the whole point.
- WXLCKNO 2y agoIt just takes so many cycles to get to a point where everyone in the company is on-boarded to OKRs properly and by then people are burnt out on them, going through the motions without seeing the value, at least from the bottom up.
- zoul 2y agoYes! Instead of data-driven management, I believe in conversation-driven management. Frameworks such as OKRs are a way to spark helpful conversations.
- maayank 2y agoOr, you could have these conversations without OKRs?
- ghaff 2y agoLarge organizations also just have to be more process-driven and formal. And it's fine if you don't like that. At a former employer, I was much happier when it was a medium-sized enterprise than when it grew by almost 10x. A lot of things had to change that weren't really to my liking (or skill set) but they had to.
- tyleo 2y agoI also agree with this. I’ve been at growing companies that lacked processes like OKRs and then adopted them. The reason they crop up is to organize the chaos of hundred person teams. On a 30 person team you’re constantly talking to everyone and don’t need an overarching framework. As you get to 300, teams may do duplicate or incompatible work. There is too much going on to follow unless you start getting a more formal process in place.
- rfdearborn 2y agoYeah: the value of (good) OKRs is as a proof of work for the process of aligning teams' vectors with business objectives / each other.